Unit 4:Motivation

Motivation

Motivation is the willingness to exert efforts in order to

achieve a desired outcome or goal which will satisfy
someone’s needs.
Points to be
Covered:
01 Motivation- Meaning, Types of motivation

02 Importance

Theories of motivation-Maslow’s need- hierarchy

03 theory

04 McGregor’s theory X and theory Y, Herzberg

motivation-hygiene model

05 Victor-vroom expectancy model

MEANING • The term ‘motivation’ has been derived from the
word ‘motive’. Motive may be defined as an inner
state of our mind that activates and directs our
behaviour. It makes us move to act. Motivation is
something that moves the person to action and
continues him in the course of action already
initiated.
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• The relationship between the organization and its

members is influenced by what motivates them to
work and the reward and fulfilment they derive
from it. The manager needs to know how best to
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elicit the co-operation of staff and direct their
 Edwin B. Flippo, “Motivation is a process of
Definitions attempting to influence others to do their
work through the possibility of getting
reward”.

Carroll Shartle, “Motivation is a reported

urge or intention to move in a given
direction or to achieve a certain goal”.

motivation is a process which

inspires the human efforts of an
organisation to perform their duties in
the best possible manner.
 CHARACTERISTICS OF MOTIVATION
1. Incentive : Motivation is the incentive of employees. It is a personal
and natural feeling of the mind of the employees. This feeling arise in the
mind of an individual. In fact an individual is inspired to make his efforts to
satisfy the needs of his life.
2. Unending Process : Motivation is an unending process. Human
needs are unlimited and a person always feel a need. To satisfy these
needs, the person must always be inspired with the incentives for work.
Satisfaction of one need leads to the feeling of another one and this
process never ends.
3. Psychological Concept : Motivation is a psychological concept. It
develops the mental and motivation power of an individual and motivates
him to do more and better.
 CHARACTERISTICS OF MOTIVATION
4. Power to Act : Motivation is a power to act. It inspires an individual to
work. Feeling of a need creates tension and a person wants to work to
satisfy his need. When the need is satisfied, the persons feel motivated to
work for the achievement of common goals.
5. Increase in Efficiency : Motivation increase the efficiency of an
individual. He uses his ability and efficiency to the best possible extent
which increase his efficiency. Motivation increases the quantity and
quality of production.
6. Increase in Morale : Morale is a group felling. Motivation motivates
the employees to work with the co-operation of others. Thus, motivation
is helpful in increasing the morale of the employees.
Aims or Objectives of Motivation
1. To motivate the employees to do more work.
2. To satisfy the economic, social and psychological needs of the
employees.
3. To develop human relations in the enterprise.
4. To increase the morale of employees.
5. To increase the efficiency of employees.
6. To get the co-operation of employees.
7. To establish sweet relations between labour and capital.
8. To get the maximum exploitation of human resources.
9. To achieve the objectives of enterprise.
 Types of Motivation
There are mainly two types of motivations such as
• Extrinsic Motivation

• Intrinsic Motivation

Extrinsic Motivation is geared toward external rewards and reinforcer's. Some examples of
external rewards are money, praise, awards, etc. Some examples of external reinforcer's are
policy and procedures, disciplinary action, speeding tickets, boundary-setting, etc. Extrinsic
motivation is external in nature. The most well-known and the most debated motivation is
money. Below are some other examples:
• Employee of the month award
• Benefit package
• Bonuses
• Organized activities

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 Intrinsic Motivation is geared toward internal rewards and rein
forcer's. People may work at a job because it gives them feelings of
competence and a sense of personal control doing the job is fun, the
work is matter of pride, the tasks are challenging, and so on. Our deep-
rooted desires have the highest motivational power. Below are some
examples:
• Acceptance: We all need to feel that we, as well as our decisions, are
accepted by our co-workers.
• Curiosity: We all have the desire to be in the know.
• Honor: We all need to respect the rules and to be ethical.
• Independence: We all need to feel we are unique.
• Order: We all need to be organized.
• Power: We all have the desire to be able to have influence.
• Social contact: We all need to have some social interactions.
• Social Status: We all have the desire to feel important.
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Importance
of
Motivation

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• Content Models of • Process Models of
Motivation Motivation
• Content models of • Process theories of
motivation focus on the motivation focus on the
“what's” of motivation. More “how's” of motivation.
specifically they focus on the Instead of focusing on what
different things that people people need, these models
may feel they need in their focus on the psychological
lives. The theory is that and behavioral processes
people’s motivations will be that humans follow. By
based on acquiring the understanding these
things that they think they processes it’s possible to
need. Thus, by understand the actions,
understanding their wants interactions and contexts
and needs, you can that motivate individuals’
understand why and how behaviors.
Content Theories:
1.Maslow – Hierarchy Of Needs:
Maslow's hierarchy of needs is a theory in psychology proposed by Abraham Maslow in his 1943 paper "A Theory of
Human Motivation" in psychological Review.

Human behavior is goal-directed. Motivation cause goal-directed behaviour. he believed that once a given level of
need is satisfied, it no longer serves to motivate man. Then, the next higher level of need has to be activated in order to
motivate the man.
Physiological needs: are basic needs for survival such as air,
sleep, food, water, clothing and shelter.
Safety needs: Protection from threats, deprivation, and other
dangers (e.g., health, secure employment, and property)
Social (belongingness and love) needs: The need for
association, affiliation, friendship, and so on.
Self-esteem needs: The need for respect and recognition.
Self-actualization needs: The opportunity for personal
development, learning, and fun/creative/challenging work. Self-
actualization is the highest-level need to which a human being
can aspire.

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2.Herzberg’s Motivation-Hygiene Theory:
• The Herzberg’s Motivation-Hygiene Theory is given by Fredrick Herzberg and his associates, who
studied the variables that are perceived to be desirable to achieve goals and the undesirable
conditions to avoid. In this context, the study was conducted wherein the experiences and feelings of
200 engineers and accountants were analyzed.
• They were asked to share their previous job experiences in which they felt “exceptionally good”
or “exceptionally bad.” Through this study, Herzberg concluded that there are two job conditions
independent of each other that affect the behavior differently.

• Hertzberg classified the needs into two broad categories; namely

hygiene factors and motivating factors:
• poor hygiene factors may destroy motivation but improving them under
most circumstances will not improve team motivation
• hygiene factors only are not sufficient to motivate people, but motivator
factors are also required

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 2.Herzberg’s Motivation-Hygiene Theory:

• The first set of job conditions has been referred to as maintenance or hygiene factor, wherein the same job conditions provide the same level of
dissatisfaction, in case the conditions are absent, however, their presence does not motivate in a strong way.
• The second set of job conditions is referred to as motivational factors, which primarily operate to build strong motivation and high job satisfaction,
but their absence does not result in strong dissatisfaction.

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• Hygiene Factors: Herzberg identified ten maintenance or hygiene factors, that are not intrinsic parts of a job,
but are related to the conditions in which the job has to be performed. These are company policy and
administration, technical supervision, job security, working conditions, interpersonal relationship with peers,
subordinates and supervisors, salary, job security, personal life, etc.
• Motivational factors: These factors have a positive effect on the functioning of the employees in the
organization. There are six factors that motivate employees: Achievement, Recognition, Advancement, Work-
itself, Possibility of growth and Responsibility. An increase in these factors satisfies the employees and the
decrease in these will not affect the level of satisfaction.
• Thus, Herzberg’s Motivation-Hygiene Theory studied the variables which were responsible for the level of
satisfaction and had been applied in the industry that has given several new insights.

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 Process Theories:
1.Vroom’s Expectancy Theory :
• Vroom’s Expectancy Theory was proposed by Victor. H. Vroom.
• Vroom’s expectancy theory of motivation says that an individual’s motivation is
affected by their expectations about the future. In his view, an individual’s
motivation is affected by –

Expectancy: Here the belief is that increased effort will lead to increased performance i.e., if I work
harder then it will be better. This is affected by things such as:
• Having the appropriate resources available (e.g., raw materials, time)
• Having the appropriate management skills to do the job
• Having the required support to get the job done (e.g., supervisor support, or correct information on
the job)
Instrumentality: Here the belief is that if you perform well, then the outcome will be a valuable one for
me. i.e., if I do a good job, there is something in it for me. This is affected by things such as:
• A clear understanding of the relationship between performance and outcomes – e.g., the rules of the
reward ‘game’
• Trust in the people who will take the decisions on who gets what outcome
• Transparency in the process decides who gets what outcome
Valence: is how much importance the individual places upon the expected outcome. For example, if
someone is motivated by money, he or she might not value offers of additional time off.
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This theory is built around the concept of valence,
instrumentality, and Expectancy and, therefore, is often called as VIE theory.
• The algebraic representation of Vroom’s Expectancy theory is:
• Motivation = Valence x Expectancy x Instrumentality

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• Expectancy – a person’s belief that more effort will result in success. If you work harder, it will result in
better performance.
• Instrumentality – the person’s belief that there is a connection between activity and goal. If
you perform well, you will get reward.
• Valence – the degree to which a person values the reward, the results of success.

Motivation = V * I * E
The three elements are important when choosing one element over another
because they are clearly defined:
E>P expectancy: our assessment of the probability that our efforts will lead to the
required performance level.
P>O expectancy: our assessment of the probability that our successful
performance will lead to certain outcomes.

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McGregor’s Theory X and Theory Y
Theory X and Theory Y were first explained by McGregor in his book, "The Human Side of
Enterprise," and they refer to two styles of management – authoritarian (Theory X) and
participative (Theory Y).

Theory X: Managers who accept this theory believe that if you feel that your team members
dislike their work, have little motivation, need to be watched every minute, and are incapable
of being accountable for their work, avoid responsibility and avoid work whenever possible,
then you are likely to use an authoritarian style of management. According to McGregor, this
approach is very "hands-on" and usually involves micromanaging people's work to ensure
that it gets done properly.

Theory Y: Managers who accept this theory believe that if people are willing to work without
supervision, take pride in their work, see it as a challenge, and want to achieve more, they
can direct their own efforts, take ownership of their work and do it effectively by themselves.
These managers use a decentralized, participative management style.

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